By Jerol.. Zimmerman
Accounting for selection Making and keep watch over presents scholars and executives with an realizing appreciation of the strengths and boundaries of an organization’s accounting procedure. This ebook offers a framework for considering accounting platforms and a foundation for examining proposed adjustments to those platforms. The 7th variation demonstrates that managerial accounting is a vital part of the firm’s organizational structure, not only an remoted set of computational subject matters. the aim of this article is to supply scholars and executives with an knowing and appreciation of the strengths and barriers of an organization’s accounting process, thereby permitting them to be extra clever clients of those structures. the most function proposed by way of the writer is still in tact for the 7th variation.
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Extra info for Accounting for Decision Making and Control, 7th Edition
Historical costs are the resources expended for actions actually undertaken. Opportunity cost is based on anticipations; it is necessarily a forward-looking concept. Job offers B, C, and D are part of the opportunity set when you consider job A, but job offer L, which expired, is no longer part of the opportunity set. Your refusal of job L last week is not an opportunity cost of accepting job A now. Opportunity costs differ from (accounting) expenses. Opportunity cost is the sacrifice of the best alternative for a given action.
Additional labor for the driver’s time, maintenance, gasoline, and oil are required. The opportunity cost of using an asset is the decline in its value. Accounting depreciation (such as straight-line depreciation) is based on historical costs. Accounting depreciation does not necessarily reflect the opportunity cost of the van (its decline in value from use). However, accounting depreciation can be a reasonably accurate approximation of the decline in the market value of the asset. In any given year, accounting depreciation may not exactly capture the decline in the asset’s market value.
Fixed, Marginal, and Average Costs Cost behavior is defined relative to some activity, such as the number of units produced, hours worked, pounds of ore mined, miles driven, or meals served. Usually, units produced is the measure of activity. For example, consider Figure 2–1, which illustrates the general relation between cost and units produced. Two important points emerge from Figure 2–1. First, even with no units produced, the firm still must incur some costs. The costs incurred when there is no production are called fixed costs.